Why being clever isn't enough?


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In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’

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Why being clever isn't enough?

  1. 1. Amygdala hijack Why being clever isn’t everything
  2. 2. The case of thefrozen police officer.A true story
  3. 3. Two young police officers are called to a domesticincident by a neighbor who is worried aboutthe screams coming from next door.This is the sort of situation the police hate. What will they find whenthey get there? A violent crime? Or will they simply be abused byeveryone in the house?As the two police officers arrive, a frightened six year old boy runsout into the garden. Rushing into the living room, they find a sobbingwoman being threatened by a man with a kitchen knife. The youngerof the two police officers is really scared, he’s never faced an armedman before. He turns to his colleague to see what they should do. Buthis colleague has frozen.He’s the victim of an Amygdala Hijack. The frozen police officer is inthe grip of a sudden surge of adrenalin that has stopped him deadin his tracks. But this is no help to his young colleague and, after theadrenaline stops flowing, he will regret not having done something.It’s a neurological thing A quick biology lesson The amygdala is an almond shaped cluster of interconnected structures perched above the brain stem near the bottom of the limbic ring.End of lessonAll you really need to know is that the amygdala is the brain’s specialistfor emotional matters. Think of it as an emotional stormtrooper, ableto hijack the brain, causing it to flood the body with stress hormonesgeared to ‘fight’ or ‘flight’. 1
  4. 4. So what happened next?Fortunately, there’s a lot more to a brain than theamygdala, otherwise we’d all be quivering wrecks ofemotion. In this case, the colleague of the frozenpolice officer realized that what he was seeing inthe knifeman was fear.The police officer reports saying quietly, without thinking about it:‘Are you OK, sir?’ It’s almost funny, really – a silly question. But suddenlythe anger drained out of the knifeman and he started crying.“ “No weapons. No shouts of: Just the question: put the are youknife down now ” OK, sir?It’s good policing and an example of how the brain’s prefrontal lobesact as a manager for the emotions and help us decide how to use the ”range of emotional tricks up our sleeves. When to praise, when topersuade, when to laugh uproariously at your client’s unfunny joke or,for this police officer, when to show sympathy.These emotional skills and our ability to use them are what we callEmotional Intelligence (EI).2
  5. 5. What is Emotional Intelligence?In the words of EI guru Dr Daniel Goleman (moreabout him later), Emotional Intelligence is: ‘thecapacity for recognizing our own feelings and thoseof others, for motivating ourselves, for managingemotions well in ourselves and in our relationships.’In this case, the police officer acknowledged his own feelingsand inexperience, but wasn’t overwhelmed by them. Indeed,he took the lead when he realized that his colleague had ‘frozen’.He was demonstrating some of the elements that are so importantin Emotional Intelligence: emotional self-awareness, empathy,and influence. Self-Awareness Knowing your emotions and their effects. Self-Management Knowing how to manage your emotions, how to keep disruptive impulses in check. Being flexible and comfortable with new ideas. Social Awareness An ability to listen, to be persuasive, to collaborate, to nurture relationships. Relationship Management An ability to influence others, handle conflict, develop, lead and work with others. 3
  6. 6. EQ versus IQThese days we can take a good level oftechnical knowledge and intellectual abilityin a given job for granted. These are qualitiesrelated to our IQ. Our Emotional Quotient (EQ)measures personal qualities such as empathy,adaptability and persuasiveness.These qualities are becoming more and more important in aworld fragmented by technology and changing work structures.How important? We reckon that EQ is twice as important as IQ indetermining future career success (not to mention what is does foryour social life). And it can count for even more.Would you rather be clever or successful?Did that annoying classroom genius go on to even greater successin later life? Probably not. A study of Harvard graduates showed thattheir entrance results (in other words their IQ) had a negative or zerocorrelation with their future career success. Okay, so they were all brightto start with but what set them apart was their Emotional Intelligence.It’s a growing phenomenon. The emotional abilities of today’schildren are dropping even as their IQ is rising. So EmotionalIntelligence is becoming more and more important as a wayof recognizing tomorrow’s leaders. A low level of EmotionalIntelligence can actually hold you back; think of the boss wholoses their temper. Out of control emotions can render thesmartest people stupid. The smart thing to do is work on your EQ.4
  7. 7. The latest in a long lineof great thinkingIt’s not a fad, it’s not a trend. EI is the result ofa long history of analyzing social intelligence(otherwise known as ‘what makes people tick’).Since the beginning of the last century, great minds have beenlooking at how we interact and how we can measure skills that wenow define as Emotional Intelligence.From E. L. Thorndike who identified the concept of social intelligence in1920 to the pioneering work of Daniel Goleman of Harvard Universityin the 1990s, EI research has come a long way. We now have the abilitynot just to evaluate, but also to develop behaviors associated withEmotional & Social Intelligence; the behaviors that have a direct impacton our effectiveness in the workplace and as leaders.Another Emotional Intelligence guru, and contributor to ourprogram, is Dr Richard Boyatzis. His research showed that in a surveyof 2000 supervisors and managers of 16 abilities that distinguishedstars, all but two were emotional.In fact, the more people advanced in their career the moreimportant their emotional and social skills became in distinguishingsuperior performance.Hay Group has also worked closely with Richard to develop a theoryof learning and change performance that is designed to predicteffectiveness. This theory has been widely tested around the world,both academically and in the workplace. 5
  8. 8. “ It’s a growing phenomenon. The emotional abilities of today‘s children are dropping ” even as their IQ is rising“ out of control emotions can have a massive impact on how others perceive you ”6
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  10. 10. What do Winston Churchill, RichardBranson and John Harvey Jones havein common?They didn’t exactly shine at school, not that it held them back. There’s a lotmore to business effectiveness and leadership than brains alone. That’swhy recognizing the value of Emotional Intelligence is helping businessesthe world over become more productive and happier places to work.We’ve all come across someone who’s ‘lost it’ in a meeting, or gone blankat a presentation, or who creates a bad atmosphere in a team. Out ofcontrol emotions can have a massive impact on how others perceiveyou, but the question is how much does this behavior cost the businessand how much might raising EI levels do for your business? Learning tounderstand yourself and how others see you by developing your EI is thekey to improving your chances of success.8
  11. 11. There are numerous studies and statistics toshow we’re not making this up, but here are a fewhighlights. Studies have shown: Software developers with high levels of EI can develop effective software three times faster than others. Sales consultants with high levels of EI generate twice the revenue of their colleagues. A national furniture retailer found that sales people hired based on EI had half the drop out rate during their first year. Experienced partners in a multinational consulting firm who were assessed on their levels of Emotional Intelligence delivered $1.2 million more profit from their accounts than did other partners – a 139% difference. Managers of an oil refinery who participated in our EI development program over two years showed a 20% increase in performance compared to similar employees who did not participate. 9
  12. 12. Still not convinced?There’s a clear link between depression and illness,or optimism and recovery. Healthy relationshipsbetween medical staff and their patients lead tohealthy people.For example, at Mount Sinai School of Medicine in New York elderlyorthopedic patients, who were given therapy for depression in additionto normal care, left the hospital an average of two days earlier, saving$1,000 per patient.Other studies into the doctor/patient relationship have shown thatempathy in the doctor reduces the chances of a hospital being suedfor negligence. Hay Group’s own study of nurses and nurse managersfound that there were significantly better outcomes – staff turnover;professional practice behaviors; staff, patient and doctor satisfaction;as well as clinical indicators – where the nurse managers created agood group work climate using emotional competencies.... and in healthy resultsAnother demonstration of the value of Emotional Intelligence comesfrom the financial sector. Hay Group provided emotional competencydevelopment support for 45 sales people in the insurance industry.Our client gave high quality product and sales training to a matchedsample of 45 other sales people. Their intention was to run a comparisonof the two groups for a full year. They called a halt to the action researchafter seven months because the difference in sales results was solarge that they could not afford to wait another five months beforetraining the control group.10
  13. 13. Can EI be taught?Only if you want to learn. The fact is there’s a lot youcan do to improve or understand your EmotionalIntelligence. It’s not easy and it takes time andcommitment to break old habits and establish newones. But it can be done. We’ve found that the people who really improve their EI have some surprising things in common n hey don’t bite off more than they can chew T n are really clear about what the payoff for them will be if They they change n focus their energy on making the most of their They strengths before looking at their weaknesses n are feedback junkies – they are tenacious about asking They those around them for feedback to see if they’re doing well 11
  14. 14. We’ve learnt from the masters– now it’s your turnWith the help of Emotional Intelligence gurus like DrGoleman and Dr Boyatzis, we’ve been able to developa 360 degree feedback survey and developmenttools that can really help people understand andimprove their Emotional and Social Intelligence.As well as a wealth of experience to draw on, our consultants areconstantly trying innovative ways of passing on what they knowabout Emotional Intelligence. We don’t believe in a ‘one size fits all’solution to your development, so we’ll help you create somethingthat’s right for your organization.For more details on our diagnostic feedback tools or EmotionalIntelligence programs, please contact us or take a look at theEmotional Intelligence pages of the Hay Group website.“ we’ll help you create something that’s ”right for your organization12
  15. 15. Hay Group is a global consulting firm that workswith leaders to transform strategy into reality.We develop talent, organize people to be moreeffective and motivate them to perform at their best.Our focus is on making change happen andhelping people and organizations realizetheir potential.
  16. 16. www.atrium.haygroup.com